Amazon said late Sunday that it would not tolerate the “shockingly callous management practices” described in an article in The New York Times over the weekend. Jeff Bezos, the retail giant’s founder and chief executive, said he did not recognize the workplace portrayed in the article and urged any employees who knew of “stories like those reported” to contact him directly.

“Even if it’s rare or isolated, our tolerance for any such lack of empathy needs to be zero,” Mr. Bezos said in an email circulated to all the retailer’s employees.

The article —“Inside Amazon: Wrestling Big Ideas in a Bruising Workplace” — gave accounts of workers who suffered from cancer, miscarriages and other personal crises who said they had been evaluated unfairly or edged out rather than given time to recover in Amazon’s intense and fast-paced workplace.

Mr. Bezos wrote that he “very much” hoped workers did not recognize the workplace depicted in the article — “a soulless, dystopian workplace where no fun is had and no laughter heard.”

A compnay that prides itself on driving it’s employes to cry under intesnse pressure…?

A company that boasts of annual wholesale firings….?

A company that provides NO creature comforts for its’s staff…?

A company that encourages employes to ‘tell’ on its fellow employees , instead of a non confrentational system?

To be frank…

I don’t use Amazon’s services….

And after reading the NY Times piece?

I don’t plan on using them

They are told to forget the “poor habits” they learned at previous jobs, one employee recalled. When they “hit the wall” from the unrelenting pace, there is only one solution: “Climb the wall,” others reported. To be the best Amazonians they can be, they should be guided by the leadership principles, 14 rules inscribed on handy laminated cards. When quizzed days later, those with perfect scores earn a virtual award proclaiming, “I’m Peculiar” — the company’s proud phrase for overturning workplace conventions.

At Amazon, workers are encouraged to tear apart one another’s ideas in meetings, toil long and late (emails arrive past midnight, followed by text messages asking why they were not answered), and held to standards that the company boasts are “unreasonably high.” The internal phone directory instructs colleagues on how to send secret feedback to one another’s bosses. Employees say it is frequently used to sabotage others. (The tool offers sample texts, including this: “I felt concerned about his inflexibility and openly complaining about minor tasks.”)

Many of the newcomers filing in on Mondays may not be there in a few years. The company’s winners dream up innovations that they roll out to a quarter-billion customers and accrue small fortunes in soaring stock. Losers leave or are fired in annual cullings of the staff — “purposeful Darwinism,” one former Amazon human resources director said. Some workers who suffered from cancer, miscarriages and other personal crises said they had been evaluated unfairly or edged out rather than given time to recover.

Even as the company tests delivery by drone and ways to restock toilet paper at the push of a bathroom button, it is conducting a little-known experiment in how far it can push white-collar workers, redrawing the boundaries of what is acceptable. The company, founded and still run by Jeff Bezos, rejects many of the popular management bromides that other corporations at least pay lip service to and has instead designed what many workers call an intricate machine propelling them to achieve Mr. Bezos’ ever-expanding ambitions.

“This is a company that strives to do really big, innovative, groundbreaking things, and those things aren’t easy,” said Susan Harker, Amazon’s top recruiter. “When you’re shooting for the moon, the nature of the work is really challenging. For some people it doesn’t work.”

“Nearly every person I worked with, I saw cry at their desk.”Bo Olson, worked in books marketing